Performance Management

26 Oct 2017 | Wayne Turmel

Often when running a meeting - be it physical or virtual - we can get so focused on "getting everything done" in the allotted time slot that we forget to focus on what it is we're actually supposed to accomplish.

26 Jul 2017 | Wayne Turmel

For most of us, the big things - like the global economy - are out of our control. So let's turn off the news for a while and focus on the little things that happen at work that make so many managers lives far more complicated than they need to be.

27 Jul 2016 | John Blakey

The road to Rio represents four years of dedication, hard work and suffering for thousands of athletes from around the world. But working with Olympic sports coaches can also offer valuable lessons for those of us leading businesses.

08 Apr 2016 | Dominic Irvine

The term ‘high performance’ is bandied about as if it is some mythical state which we can all attain if only we just try hard enough. But that’s nonsense. All performance is relative. Whether it is high or low is all about context.

30 Nov 2015 | Mary-Clare Race

The key to performance doesn’t lie in a process; it lies in encouraging the behaviors that build a high-performance culture. That’s why the idea that you can manage performance through an annual conversation is so outrageous.

07 Sep 2015 | Duane Dike

Great performance is a product of happy people. And happy people are a product of good leadership, not of formal performance appraisals which treat people like children, create bad feeling and breed unproductivity.

01 Sep 2015 | Chris Merrington

With summer almost over and the post-holiday pressure starting to pile up, it’s easy to fall into the trap of becoming a busy fool. Being too busy is like a disease. And to avoid catching it you need to understand how to work smarter.

26 Feb 2015 | Mike Roarty

Sometimes the best thing to do about a weakness is simply to ignore it. That might sound counter-intuitive, but if we explore the notion of strengths-focused leadership, the reasons quickly become apparent.

04 Feb 2015 | James M. Kerr

Why do so many businesses measure staff performance after the fact? Metrics ought to be produced as a direct by-product of doing the work, giving you time to make mid-course adjustments. Get it right and your business results will sky-rocket.

08 Oct 2014 | Peter Vajda

Procrastination doesn’t exist in a vacuum: there’s normally something underlying it. Asking yourself these questions can help you uncover why you're resisting doing what needs to be done and help you to move beyond procrastination.

28 Aug 2014 | Wayne Turmel

With performance review season looming, how should remote team leaders be evaluated? While the differences between managing remotely and co-locating are few, they are significant, and your terms of reference need to reflect that reality.

13 Aug 2014 | Wayne Turmel

We all know how important it is for managers to coach team members. But with remote teams, coaching conversations can be particularly tough to get right. Here’s how to get round the lack of non-verbal cues to make your remote coaching sessions more effective.

29 Jul 2014 | Wayne Turmel

As any long-suffering IT support pro will tell you, many people use technology unbelievably badly. Just how badly is a real shock. So how long does it take to recognize that this skills gap is a real problem and to address it in a way that gets you some of your wasted time and money back?

23 Jul 2014 | Chris Welford

Bill's boss focuses only on the negative, dishing out a regular diet of nit-picking criticism that is as demoralizing as it is unfair. Coach Chris Welford explains how he can break the pattern by doing something different.

16 Jul 2014 | Kevan Hall

Many organizations are suffering from an epidemic of co-operation. Their problem isn’t too little teamwork, it’s too much. Forget a lack of communication, the challenge now is how to separate the mass of trivia from the things that are really important.

21 May 2014 | Cindy Wahler

So you've been promoted. Congratulations. But be aware that succeeding in your new role and staying on the fast track depends on you demonstrating something that isn't in your job description and won't ever be explicitly mentioned.